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“COMPETENCY MAPPING”
OVERVIEW
Over the past 10 years, human resource and organizational development
professionals have generated a lot of interest in the notion of competencies as a
key element and measure of human performance. Competencies are becoming a
frequently-used and written-about vehicle for organizational applications such as:
• Defining the factors for success in jobs (i.e., work) and work roles within
the organization
• Assessing the current performance and future development needs of
persons holding jobs and roles
• Mapping succession possibilities for employees within the organization
• Assigning compensation grades and levels to particular jobs and roles
• Selecting applicants for open positions, using competency-based
interviewing techniques
KSAA
• Knowledge describes a body of information, usually of a factual or
procedural nature, applied directly to the performance of a function/task.
• Skill describes a present, observable competence to perform a learned act
(could be motor, psycho-motor, and/or cognitive).
• Ability describes a general more enduring capability an individual
possesses at the time when he/she begins to perform a task.
• Attitude describes an internal state that influences an individual’s choices
or decisions to act in a certain way under particular circumstances
COMPETENCIES IN ORGANIZATIONS TEND TO FALL INTO TWO BROAD
CATEGORIES:
The emphasis of this article will be on how both types of competencies impact
the ways career professionals can advise their clients to use competencies in
their personal career management efforts. In this article, however, the
predominant focus will be on practitioners’ and clients’ work on personal
functioning competencies, since they tend to differentiate success over time
more often than do workers’ functional/technical competencies.
• Top Competencies. Top competencies are the vital few competencies (four to
seven, on average) that are the most important to an individual in their ongoing
career management process. “Importance to the individual” is an intuitive
decision based on a combination of three factors: past demonstrated excellence
in using the competency, inner passion for using the competency, and the
current or likely future demand for the competency in the individual’s current
position or targeted career field.
COMPETENCY MAPPING IS THE SOLUTION FOR MEASUREMENT
Many tools can be used as measurement tools including mental abilities tools,
scenario based specific competency indicators, special aptitudes measures such
as mechanical reasoning and personality profiles.
Valid and reliable tools are tools which not only have a performance component
which is the same for all participants, but they also report performance against a
relevant comparison group. In a classic competency mapping process, your high
performers would provide the comparison group.
O
• VISIO
• MISSI
• SHOR
• STRAT
• VALU
THE COMPETENCY MAPPING PROCESS
The process is the same irrespective of the tool or tools being mapped.
You provide us with your competency framework and the levels of performance
expected.
• Declarative knowledge
• Procedural skills
• Operant & respondent traits
å Motives
å Self concept
å Attitudes
å Values
å Occupational choices
TYPES OF COMPETENCIES
Generic or specific:
Threshold or performance:
Basic competencies required to do the job, which do not
differentiate between high and low performers
Performance competencies are those that differentiate between
high and low performers
Differentiating Competencies:
Behavioral characteristics that high performers display
MACR
STRATEGIC FRAM E WO
Organizational Strategy
Vision, Mission, Values, Strat
Intent, Corporate Governance,
Corporate Social Responsibili
HOW ARE COMPETENCIES IDENTIFIED
9. Consolidate the list of all competencies from all the Role set members for
each task
Level 1 is familiarity
BUSINESS
BUSINESS PARTNER
MASTERY
knows business
and can be a
business partner …
prerequisite to join
business team
PERSONAL ATTRIBUTES
lives the GE
HR Values, and
MASTER demonstrates
fulfills Y
the HR personal CHANGE +
roles and is an expert integrity, PROCESS
in HR technology and credibility, MASTERY
judgment and
practice; knows and is
able courage … applying the tools
to deliver HR best a GE leader of change … adding
practices … ADDED
value
establishes functional VALUE
credibility
FUNCTIONAL III-1
EXPERTISE
How to examine your competency clusters and highlight those you want to
use or you want to develop in you at your workplace if you want to be a
competent worker/employee.
The 21st century workplace requires a new breed of ‘knowledge workers’ who
have to work more with their brains instead of their backs. To be a successful
worker, he/she must have acquired ‘21st century literacy’ namely the ability to
read, write, and compute with competence, think analytically, adapt to change,
work in teams and use technology. Most importantly, every entry-level worker
needs to meet certain basic workplace competencies. Mike Rush, Administrator,
Idaho Division of professional-Technical Education, Idaho, (2000) has listed 51
workplace competencies, which represent what individuals need to know and be
able to do to be successful in further education, in a career and in life. These
competencies are very much pronounced for professional-Technical programs.
To assess the basic competencies you have, look at the following clusters. You
ought to highlight or develop your abilities and skills you have or you want to
acquire and enjoy using them at the workplace.
1. Problem solving and critical thinking: It means that you can think critically
and solve problems affecting at the workplace regardless of your career choice.
You need to be able to initiate action on your own, and direct and modify your
own according to the task at hand. These competencies particularize the
knowledge, skills and attitudes necessary for the development of your capacity to
assess problems and situations, foresee what might happen next, and continually
search for creative solutions. The competencies you can acquire include solving
problems and making decisions in work related situations, reading information
and understanding using your observation skills to analyze work-related
situations, applying mathematical processes, measurement and spatial skills,
applying statistical skills, analyzing critical data to guide work activities, utilizing
scheduling to ensure that jobs are completed within the stipulated time and date,
demonstrating knowledge of the economy and how does it function as a whole
and demonstrating knowledge of the economy as a framework which decisions
are made by individuals and groups.
Competency Framework
•· Linking competencies to
Competency Framework
•· Getting prepared and m
•· Various approaches
Engineer
•· Characteristics of a goo
•· Challenges of design &
Financial Analys
CompetencyFramewor
Organizationa
Competencies to demonstrate
CURIOUS
• Generates newandcreativeideas.
• Fosters anenvironmentwherequestions andideas
arevalued.
• Seeks feedback, continuouslylearns, anddevelops
• Learns as muchormorefromfailures as successes.
PASSIONATE
• Demonstrates enthusiasmfor whathe/shedoes.
• Willingtotakerisks.
• Empowers others toquestionthestatus quo.
• Creates excitement andinspires others to